Podcasts about book2

Play Episode Listen Later Feb 14, 2023

What can economics tell us about designing fulfilling jobs and productive workplaces? Quite a lot if we apply the economics of subjective value and empathy. Melissa Swift is the author of Work Here Now: Think Like A Human And Build A Powerhouse Workplace. She discusses her research on the Economics For Business podcast. Knowledge Capsule Poorly designed jobs and workplaces are dangerous, dull, annoying, frustrating and/or confusing. The results of academic research have confirmed how alienated many workers are from their jobs, and the trends in these findings are worsening, not improving. During the pandemic, many of us had the opportunity to stand back and survey this situation, and realize that it's a problem that we need to address. We can do better by applying Austrian economics principles of subjective value and empathy. The economics of subjective value should point employers in the direction of asking how employees feel about their jobs and the sense of purpose and meaning they derive from them. Why do these considerations not arise, or why are they insufficiently acknowledged? Melissa Swift sees what she calls a wall between how human beings operate and how the world of work operates. We think in discrete terms about “work” on one hand, and “people” on another, and don't integrate them well. Managers have demonstrated a penchant for intensifying work (doing more in less time and with fewer resources) and for pressing for over-collaboration (too many reports, checkpoints, meetings and interactions and exchanges, and belonging to too many teams) with the ultimate result of detracting from an individual's capacity to get things done. Managers don't necessarily tie the design of work to impact delivered or value created. In fact, much work is performative, putting on a display of work that is not necessarily productive (writing impeccable but essentially useless reports, for example). Managers should be actively looking for and rooting out problems of bad jobs and poor work environments. Melissa Swift's formula is to be humble and curious in asking how work feels to those who are doing it. Employees know their work better than managers do (an observation which, of course, turns management science on its head). There are a couple of “monsters” that can be identified and tamed. One is the anxiety monster - we all feel anxiety about whether we are productive enough, or doing good enough work, or being viewed in a favorable light. Anxious managers stand over people, telling them to work harder and faster. We must shut down all the anxious stories that are in our heads. Employees can be over-anxious about customers, too. We may tend to over-deliver on customer care and customer expectations, to the point where we train them to be so demanding that they go beyond the point where the corporation is capable of fulfilling its own promises. Once “monster” jobs — those that generate excess anxiety — are established, there's a tendency for the HR “copy machine” to copy-paste them throughout the company, so that more employees become stressed. Listening for job stress and devising better ways of working is an entrepreneurial task. The entrepreneurial mindset is to listen to customers (in this case, job incumbents), to identify unmet needs, which are aways based on emotion and can never be articulated perfectly clearly, to creatively design new solutions to the customer's felt problem, and to institute positive change using the new solution. This implies continuous adaptive change in job descriptions, performance expectations, structures, team and tasks. The entrepreneurial approach is often hard to apply in the corporation. One reason is that incentives are lined up to favor what Melissa Swift calls “smooth”. Management incentive schemes are often designed to encourage “smooth” — no drastic changes or turns, steady progress. Yet the adaptive entrepreneurial system does not promise smooth, and can't delver it. Innovation in response to changes in customer preferences or competition can be bumpy. And many organizations suffer from autoimmune disease — the defenses go up as soon as something unknown or unprecedented is encountered. Good leadership can counter the auto-immune response — but it's leadership that does less rather than more, relaxing constraints and letting those closest to customers and markets to make any needed adjustments and to respond at the rate of change that the market demands. Business school concepts of leadership have goaded executives into over-managing and over-controlling, and reversing the over-active concept of leadership is one of Melissa Swifts core prescriptions. The HR Department is a big part of the problem. The deep history of HR is dark. The function was founded to quell violence between labor and management. HR was to stand in the middle and to keep a lid on a boiling pot, as Melissa picturesquely expressed it. Performance management — mechanically measuring humans' output in these toxic adversarial environments — was never a warm or supportive concept. As big business became more centralized, HR simply became more empowered and widened its scope. There was never much humanism in HR. HR departments are not typically thinking about work and how work is changing and how to make it a better experience for people. If they were, they'd be thinking differently about matching talent to jobs, thinking more deeply about how alienating and constraining automation technology can be to those who have to use it. They know they are being monitored and measured and assessed. Melissa recommends couples therapy for technology and those who work with it — to stop each party from driving the other crazy. Asynchronous work, deconstructed work, transparent work. Melissa's book has 90 strategies for organizational level and team level problem solving actions and adjustments. We discussed three directions for better work. Asynchronous work: fewer meetings, which provides greater flexibility for workers, it naturally de-intensifies (you don't have to have the report ready for the regularly scheduled Thursday meeting), and it makes for more relaxed collaboration across time zones. Asynchronous work tends to be better documented and more permanent. Deconstructed work: start with tasks to be done rather than job descriptions; assemble the optimum combination of humans and technology to get the tasks done; let talent flow to the work, i.e., it doesn't matter if it is full time employees, part-timers, project specialists or gig workers or agencies or consultants doing the work, so long as the tasks get done by the best-qualified talent. Transparent work: make all information available to all employees at all times, nothing hidden or out-of-bounds. As a result, employees and teams have all the information they need to do their jobs, with no need for hierarchical or administrative intervention. Accountability and empowerment are enhanced, and new talent may emerge when you don't hire for information but for skill in using it. Additional Resources Work Here Now: Think Like A Human And Build A Powerhouse Workplace by Melissa Swift: Mises.org/E4B_208_Book1 Bullshit Jobs: A Theory by David Graeber: Mises.org/E4B_208_Book2

Melissa Swift: Human Action To Build A Powerhouse Workplace

Play Episode Listen Later Feb 14, 2023

What can economics tell us about designing fulfilling jobs and productive workplaces? Quite a lot if we apply the economics of subjective value and empathy. Melissa Swift is the author of Work Here Now: Think Like A Human And Build A Powerhouse Workplace. She discusses her research on the Economics For Business podcast. Knowledge Capsule Poorly designed jobs and workplaces are dangerous, dull, annoying, frustrating and/or confusing. The results of academic research have confirmed how alienated many workers are from their jobs, and the trends in these findings are worsening, not improving. During the pandemic, many of us had the opportunity to stand back and survey this situation, and realize that it's a problem that we need to address. We can do better by applying Austrian economics principles of subjective value and empathy. The economics of subjective value should point employers in the direction of asking how employees feel about their jobs and the sense of purpose and meaning they derive from them. Why do these considerations not arise, or why are they insufficiently acknowledged? Melissa Swift sees what she calls a wall between how human beings operate and how the world of work operates. We think in discrete terms about “work” on one hand, and “people” on another, and don't integrate them well. Managers have demonstrated a penchant for intensifying work (doing more in less time and with fewer resources) and for pressing for over-collaboration (too many reports, checkpoints, meetings and interactions and exchanges, and belonging to too many teams) with the ultimate result of detracting from an individual's capacity to get things done. Managers don't necessarily tie the design of work to impact delivered or value created. In fact, much work is performative, putting on a display of work that is not necessarily productive (writing impeccable but essentially useless reports, for example). Managers should be actively looking for and rooting out problems of bad jobs and poor work environments. Melissa Swift's formula is to be humble and curious in asking how work feels to those who are doing it. Employees know their work better than managers do (an observation which, of course, turns management science on its head). There are a couple of “monsters” that can be identified and tamed. One is the anxiety monster - we all feel anxiety about whether we are productive enough, or doing good enough work, or being viewed in a favorable light. Anxious managers stand over people, telling them to work harder and faster. We must shut down all the anxious stories that are in our heads. Employees can be over-anxious about customers, too. We may tend to over-deliver on customer care and customer expectations, to the point where we train them to be so demanding that they go beyond the point where the corporation is capable of fulfilling its own promises. Once “monster” jobs — those that generate excess anxiety — are established, there's a tendency for the HR “copy machine” to copy-paste them throughout the company, so that more employees become stressed. Listening for job stress and devising better ways of working is an entrepreneurial task. The entrepreneurial mindset is to listen to customers (in this case, job incumbents), to identify unmet needs, which are aways based on emotion and can never be articulated perfectly clearly, to creatively design new solutions to the customer's felt problem, and to institute positive change using the new solution. This implies continuous adaptive change in job descriptions, performance expectations, structures, team and tasks. The entrepreneurial approach is often hard to apply in the corporation. One reason is that incentives are lined up to favor what Melissa Swift calls “smooth”. Management incentive schemes are often designed to encourage “smooth” — no drastic changes or turns, steady progress. Yet the adaptive entrepreneurial system does not promise smooth, and can't delver it. Innovation in response to changes in customer preferences or competition can be bumpy. And many organizations suffer from autoimmune disease — the defenses go up as soon as something unknown or unprecedented is encountered. Good leadership can counter the auto-immune response — but it's leadership that does less rather than more, relaxing constraints and letting those closest to customers and markets to make any needed adjustments and to respond at the rate of change that the market demands. Business school concepts of leadership have goaded executives into over-managing and over-controlling, and reversing the over-active concept of leadership is one of Melissa Swifts core prescriptions. The HR Department is a big part of the problem. The deep history of HR is dark. The function was founded to quell violence between labor and management. HR was to stand in the middle and to keep a lid on a boiling pot, as Melissa picturesquely expressed it. Performance management — mechanically measuring humans' output in these toxic adversarial environments — was never a warm or supportive concept. As big business became more centralized, HR simply became more empowered and widened its scope. There was never much humanism in HR. HR departments are not typically thinking about work and how work is changing and how to make it a better experience for people. If they were, they'd be thinking differently about matching talent to jobs, thinking more deeply about how alienating and constraining automation technology can be to those who have to use it. They know they are being monitored and measured and assessed. Melissa recommends couples therapy for technology and those who work with it — to stop each party from driving the other crazy. Asynchronous work, deconstructed work, transparent work. Melissa's book has 90 strategies for organizational level and team level problem solving actions and adjustments. We discussed three directions for better work. Asynchronous work: fewer meetings, which provides greater flexibility for workers, it naturally de-intensifies (you don't have to have the report ready for the regularly scheduled Thursday meeting), and it makes for more relaxed collaboration across time zones. Asynchronous work tends to be better documented and more permanent. Deconstructed work: start with tasks to be done rather than job descriptions; assemble the optimum combination of humans and technology to get the tasks done; let talent flow to the work, i.e., it doesn't matter if it is full time employees, part-timers, project specialists or gig workers or agencies or consultants doing the work, so long as the tasks get done by the best-qualified talent. Transparent work: make all information available to all employees at all times, nothing hidden or out-of-bounds. As a result, employees and teams have all the information they need to do their jobs, with no need for hierarchical or administrative intervention. Accountability and empowerment are enhanced, and new talent may emerge when you don't hire for information but for skill in using it. Additional Resources Work Here Now: Think Like A Human And Build A Powerhouse Workplace by Melissa Swift: Mises.org/E4B_208_Book1 Bullshit Jobs: A Theory by David Graeber: Mises.org/E4B_208_Book2

Melissa Swift: Human Action To Build A Powerhouse Workplace

Play Episode Listen Later Feb 14, 2023

What can economics tell us about designing fulfilling jobs and productive workplaces? Quite a lot if we apply the economics of subjective value and empathy. Melissa Swift is the author of Work Here Now: Think Like A Human And Build A Powerhouse Workplace. She discusses her research on the Economics For Business podcast. Knowledge Capsule Poorly designed jobs and workplaces are dangerous, dull, annoying, frustrating and/or confusing. The results of academic research have confirmed how alienated many workers are from their jobs, and the trends in these findings are worsening, not improving. During the pandemic, many of us had the opportunity to stand back and survey this situation, and realize that it's a problem that we need to address. We can do better by applying Austrian economics principles of subjective value and empathy. The economics of subjective value should point employers in the direction of asking how employees feel about their jobs and the sense of purpose and meaning they derive from them. Why do these considerations not arise, or why are they insufficiently acknowledged? Melissa Swift sees what she calls a wall between how human beings operate and how the world of work operates. We think in discrete terms about “work” on one hand, and “people” on another, and don't integrate them well. Managers have demonstrated a penchant for intensifying work (doing more in less time and with fewer resources) and for pressing for over-collaboration (too many reports, checkpoints, meetings and interactions and exchanges, and belonging to too many teams) with the ultimate result of detracting from an individual's capacity to get things done. Managers don't necessarily tie the design of work to impact delivered or value created. In fact, much work is performative, putting on a display of work that is not necessarily productive (writing impeccable but essentially useless reports, for example). Managers should be actively looking for and rooting out problems of bad jobs and poor work environments. Melissa Swift's formula is to be humble and curious in asking how work feels to those who are doing it. Employees know their work better than managers do (an observation which, of course, turns management science on its head). There are a couple of “monsters” that can be identified and tamed. One is the anxiety monster - we all feel anxiety about whether we are productive enough, or doing good enough work, or being viewed in a favorable light. Anxious managers stand over people, telling them to work harder and faster. We must shut down all the anxious stories that are in our heads. Employees can be over-anxious about customers, too. We may tend to over-deliver on customer care and customer expectations, to the point where we train them to be so demanding that they go beyond the point where the corporation is capable of fulfilling its own promises. Once “monster” jobs — those that generate excess anxiety — are established, there's a tendency for the HR “copy machine” to copy-paste them throughout the company, so that more employees become stressed. Listening for job stress and devising better ways of working is an entrepreneurial task. The entrepreneurial mindset is to listen to customers (in this case, job incumbents), to identify unmet needs, which are aways based on emotion and can never be articulated perfectly clearly, to creatively design new solutions to the customer's felt problem, and to institute positive change using the new solution. This implies continuous adaptive change in job descriptions, performance expectations, structures, team and tasks. The entrepreneurial approach is often hard to apply in the corporation. One reason is that incentives are lined up to favor what Melissa Swift calls “smooth”. Management incentive schemes are often designed to encourage “smooth” — no drastic changes or turns, steady progress. Yet the adaptive entrepreneurial system does not promise smooth, and can't delver it. Innovation in response to changes in customer preferences or competition can be bumpy. And many organizations suffer from autoimmune disease — the defenses go up as soon as something unknown or unprecedented is encountered. Good leadership can counter the auto-immune response — but it's leadership that does less rather than more, relaxing constraints and letting those closest to customers and markets to make any needed adjustments and to respond at the rate of change that the market demands. Business school concepts of leadership have goaded executives into over-managing and over-controlling, and reversing the over-active concept of leadership is one of Melissa Swifts core prescriptions. The HR Department is a big part of the problem. The deep history of HR is dark. The function was founded to quell violence between labor and management. HR was to stand in the middle and to keep a lid on a boiling pot, as Melissa picturesquely expressed it. Performance management — mechanically measuring humans' output in these toxic adversarial environments — was never a warm or supportive concept. As big business became more centralized, HR simply became more empowered and widened its scope. There was never much humanism in HR. HR departments are not typically thinking about work and how work is changing and how to make it a better experience for people. If they were, they'd be thinking differently about matching talent to jobs, thinking more deeply about how alienating and constraining automation technology can be to those who have to use it. They know they are being monitored and measured and assessed. Melissa recommends couples therapy for technology and those who work with it — to stop each party from driving the other crazy. Asynchronous work, deconstructed work, transparent work. Melissa's book has 90 strategies for organizational level and team level problem solving actions and adjustments. We discussed three directions for better work. Asynchronous work: fewer meetings, which provides greater flexibility for workers, it naturally de-intensifies (you don't have to have the report ready for the regularly scheduled Thursday meeting), and it makes for more relaxed collaboration across time zones. Asynchronous work tends to be better documented and more permanent. Deconstructed work: start with tasks to be done rather than job descriptions; assemble the optimum combination of humans and technology to get the tasks done; let talent flow to the work, i.e., it doesn't matter if it is full time employees, part-timers, project specialists or gig workers or agencies or consultants doing the work, so long as the tasks get done by the best-qualified talent. Transparent work: make all information available to all employees at all times, nothing hidden or out-of-bounds. As a result, employees and teams have all the information they need to do their jobs, with no need for hierarchical or administrative intervention. Accountability and empowerment are enhanced, and new talent may emerge when you don't hire for information but for skill in using it. Additional Resources Work Here Now: Think Like A Human And Build A Powerhouse Workplace by Melissa Swift: Mises.org/E4B_208_Book1 Bullshit Jobs: A Theory by David Graeber: Mises.org/E4B_208_Book2

How To Get More Out Of Your Time And Be More Productive As An Entrepreneur with Elisabeth Galperin

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Play Episode Listen Later Jan 6, 2023 39:41

On this episode of The Six Figure Entrepreneur Podcast, I am joined by Elisabeth Galperin.Elisabeth Galperin is a speaker, productivity coach, and sought-after trainer passionate about helping professionals perform at their peak & reach their potential in all facets of life.A recovering perfectionist, she works collaboratively with clients to improve personal habits, define & implement business systems, increase productivity & consistently perform at their peak – while avoiding burn-out and overcoming overwhelm.Her mission is to help clients feel in control of their lives to achieve maximum productivity, profitability, and, most importantly, peace of mind.We discussed how to get more out of your time and be more productive as an entrepreneur.Links MentionedAtomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James ClearElizabeth's WebsiteConnect with her on Linkedin Free Resources1. Get a free copy of my book – The High Ticket Podcast Sales System, and learn how to use a 20 to 30 minutes podcast interview to fill up your sales pipeline with high-ticket clients without paying for ads, creating content, cold emailing, building a funnel or posting on social media.>> https://www.TheSixFigureEntrepreneur.com/Book2. Have you got a podcast, and would you like to learn how to turn your podcast into a sales machine? Get a copy of my book – The Figure Podcast, to learn how you can use your podcast to land your dream clients and make more money from your podcast without any audience or email list.>> https://www.TheSixFigurePodcast.com/BookEpisode NotesIf you have always wanted to write a book that will bring in more leads for your business, amplify your reach, make you become an instant authority, and build your credibility, book a call with me to get started with creating your Six Figure Business Book.>>> https://www.thebookcot/Consult Hosted on Acast. See acast.com/privacy for more information.

How To Land More Clients And Grow Your Business Through Speaking And Referrals with Mary Cravets

Play Episode Listen Later Jan 2, 2023 33:59

On this episode of The Six Figure Entrepreneur Podcast, I am joined by Mary CravetsWe discussed how service business owners can land more clients from referrals and how creative entrepreneurs can use speaking to grow their businesses and get more clientsLinks MentionedThe Strangest Secret - Essence of Success by Earl NightingaleMary's WebsiteFree Quiz - What strategy will actually move your business forward?Connect with Mary on LinkedinFollow Mary on InstagramFollow Mary on Facebook Free Resources1. Get a free copy of my book – The High Ticket Podcast Sales System, and learn how to use a 20 to 30 minutes podcast interview to fill up your sales pipeline with high-ticket clients without paying for ads, creating content, cold emailing, building a funnel or posting on social media.>> https://www.TheSixFigureEntrepreneur.com/Book2. Have you got a podcast, and would you like to learn how to turn your podcast into a sales machine? Get a copy of my book – The Figure Podcast, to learn how you can use your podcast to land your dream clients and make more money from your podcast without any audience or email list.>> https://www.TheSixFigurePodcast.com/BookEpisode NotesIf you have always wanted to write a book that will bring in more leads for your business, amplify your reach, make you become an instant authority, and build your credibility, book a call with me to get started with creating your Six Figure Business Book.>>> https://www.thebookcot/Consult Hosted on Acast. See acast.com/privacy for more information.

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How Online Entrepreneurs Can Let Go of The Life And Things That Don't Serve Them To Become Who They Want To Be with Karolina Rzadkowolsk

Play Episode Listen Later Dec 30, 2022 56:38

Episode SummaryMy guest today on The Six Figure Entrepreneur roughly started life and ended up being an alcohol addict before she went through an intentional transformation to become a successful entrepreneur.Karolina Rzadkowolska is a certified alcohol-free life coach who helps intuitive women ditch alcohol and discover their greater purpose.She's worked with thousands of clients through her online courses and coaching to change their drinking habits and unleash a new level of health, happiness, and potential to go after their biggest dreams.In this episode of The Six Figure Entrepreneur Podcast, Haley shares tips on how entrepreneurs can let go of life and things that don't serve them to become who they want to be, among other great insights into her entrepreneurial journeys and lessons picked along her journey as an entrepreneur.Links MentionedKarolina's WebsiteKarolina's Book - Euphoric: Ditch Alcohol and Gain a Happier, More Confident YouConnect with Karolina on LinkedinFollow Karolina on InstagramHaley's Book RecommendationLeveraging the Universe: 7 Steps to Engaging Life's Magic by Mike DooleyFree Resources1. Get a free copy of my book – The High Ticket Podcast Sales System, and learn how to use a 20 to 30 minutes podcast interview to fill up your sales pipeline with high-ticket clients without paying for ads, creating content, cold emailing, building a funnel or posting on social media.>> https://www.TheSixFigureEntrepreneur.com/Book2. Have you got a podcast, and would you like to learn how to turn your podcast into a sales machine? Get a copy of my book – The Figure Podcast, to learn how you can use your podcast to land your dream clients and make more money from your podcast without any audience or email list.>> https://www.TheSixFigurePodcast.com/BookEpisode NotesIf you have always wanted to write a book that will bring in more leads for your business, amplify your reach, make you become an instant authority, and build your credibility, book a call with me to get started with creating your Six Figure Business Book.>>> https://www.thebookcot/Consult Hosted on Acast. See acast.com/privacy for more information.

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5 Tips To Help You Master Your Marketing Message And Get Clarity On What You Offer As An Online Entrepreneur With Kristen Noelle

Play Episode Listen Later Dec 26, 2022 51:34

Episode SummaryIf you want more sales for your products or services, you must master your marketing message and ensure your offer is clear and appealing to your clients or customers.My guest today on The Six Figure Entrepreneur - Kristen Noelle, is a Copywriter and Online Sales Strategist who helps business owners soulfully sell their high-earning offers.She works with service-based entrepreneurs to transform how they run their businesses from "scattered to systemized."Her framework, Systemize Your Sales, empowers clients to consistently connect their message, attract high-revenue opportunities, and grow their business without overwhelming them.In this episode of The Six Figure Entrepreneur Podcast, Kristen shares five tips that will help you master your marketing message and get clarity on what to offer, among other great insights into her entrepreneurial journeys and lessons she has picked along her journey an entrepreneur.Links MentionedKristen's WebsiteThe 15 Steps Sales Funnel And Business Clarity Audit - Free Complimentary GiftFollow Kristen On LinkedinFollow Kristen On InstagramKristen's Book RecommendationStory Genius: How to Use Brain Science to Go Beyond Outlining and Write a Riveting Novel (Before You Waste Three Years Writing 327 Pages That Go Nowhere) by Lisa CronFree Resources1. Get a free copy of my book – The High Ticket Podcast Sales System, and learn how to use a 20 to 30 minutes podcast interview to fill up your sales pipeline with high-ticket clients without paying for ads, creating content, cold emailing, building a funnel or posting on social media.>> https://www.TheSixFigureEntrepreneur.com/Book2. Have you got a podcast, and would you like to learn how to turn your podcast into a sales machine? Get a copy of my book – The Figure Podcast, to learn how you can use your podcast to land your dream clients and make more money from your podcast without any audience or email list.>> https://www.TheSixFigurePodcast.com/BookEpisode NotesIf you have always wanted to write a book that will bring in more leads for your business, amplify your reach, make you become an instant authority, and build your credibility, book a call with me to get started with creating your Six Figure Business Book.>>> https://www.thebookcot/Consult Hosted on Acast. See acast.com/privacy for more information.

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How To Transition From One-On-One Model To One-To-Many Model To Scale Up Your Online Business And Increase Your Revenue with Amanda Wilson-Ciocci

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Play Episode Listen Later Dec 19, 2022 27:01

Episode SummaryLife should be easier when you have an online business.But when all you have is a business that sells or provides a service for one person at a time, it might not be easy to scale up and make more money.My guest today on The Six Figure Entrepreneur - Amanda, founder of The Monarch & Co., is passionate about helping heart-centered entrepreneurs and CEOs organize, simplify, and focus, so they can replace stress and overwhelm with clarity and support to build, scale, and launch their dream business and life.In this episode of The Six Figure Entrepreneur Podcast, Amanda shares how she started as an entrepreneur and built her online business to profitability and scalability, among other great insights into her entrepreneurial journeys and lessons she has picked along her journey as an entrepreneur.She also gave useful tips on how to transition from a one-on-one business model to a one-to-many business model to help you scale easily and faster and make more money from your online business.Links MentionedAmanda's WebsiteAmanda's Book - The Monarch: The Signature 8 Method for Launching Your Dream Business with Clarity, Confidence & LoveAmanda's Book PageAmanda's Book RecommendationThe Pumpkin Plan: A Simple Strategy to Grow a Remarkable Business in Any Field by Mike MichalowiczFree Resources1. Get a free copy of my book – The High Ticket Podcast Sales System, and learn how to use a 20 to 30 minutes podcast interview to fill up your sales pipeline with high-ticket clients without paying for ads, creating content, cold emailing, building a funnel or posting on social media.>> https://www.TheSixFigureEntrepreneur.com/Book2. Have you got a podcast, and would you like to learn how to turn your podcast into a sales machine? Get a copy of my book – The Figure Podcast, to learn how you can use your podcast to land your dream clients and make more money from your podcast without any audience or email list.>> https://www.TheSixFigurePodcast.com/BookEpisode NotesIf you have always wanted to write a book that will bring in more leads for your business, amplify your reach, make you become an instant authority, and build your credibility, book a call with me to get started with creating your Six Figure Business Book.>>> https://www.thebookcot/Consult Hosted on Acast. See acast.com/privacy for more information.

How To Infuse The Human Flavor Into Your Website And Your Selling Process As An Entrepreneur with Brandi Bernoskie

Opinionated Movie Reviews

Play Episode Listen Later Dec 12, 2022 43:50

Episode SummaryIt's so easy today to automate a lot in the selling process as an online entrepreneur.The tools are there to use, and many strategies can help you sell without doing any selling on your part.But most online entrepreneurs sometimes forget that they sell to humans who want to be treated as humans.My guest on today's episode of The Six Figure Entrepreneur Podcast, Brandi Bernoskie, is a digital strategist, website developer, and founder of Alchemy+Aim and North Star Sites, companies that help entrepreneurs and business owners elevate their online presence and enhance their digital experience.She advocates for using technology to humanize, connect and serve people.In this episode of The Six Figure Entrepreneur Podcast, Brandi shares how she started as an entrepreneur and built her online business to profitability, among other great insights into her entrepreneurial journeys and lessons she has picked along her journey as an entrepreneur.In this episode, she also shares valuable tips that will help you add that human flavor to your website and selling process to help your customers and clients connect with you and your business more than you can imagine.Links MentionedBrandi's WebsiteConnect with Brandi on InstagramConnect with Brandi on LinkedinBrandi's Book RecommendationThe Power of Moments: Why Certain Experiences Have Extraordinary Impact by Chip Heath and Dan HeathFree Resources1. Get a free copy of my book – The High Ticket Podcast Sales System, and learn how to use a 20 to 30 minutes podcast interview to fill up your sales pipeline with high-ticket clients without paying for ads, creating content, cold emailing, building a funnel or posting on social media.>> https://www.TheSixFigureEntrepreneur.com/Book2. Have you got a podcast, and would you like to learn how to turn your podcast into a sales machine? Get a copy of my book – The Figure Podcast, to learn how you can use your podcast to land your dream clients and make more money from your podcast without any audience or email list.>> https://www.TheSixFigurePodcast.com/BookEpisode NotesIf you have always wanted to write a book that will bring in more leads for your business, amplify your reach, make you become an instant authority, and build your credibility, book a call with me to get started with creating your Six Figure Business Book.>>> https://www.thebookcot/Consult Hosted on Acast. See acast.com/privacy for more information.

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Book2--L44前半段

一起读书吧！

Play Episode Listen Later Dec 3, 2022 18:02

book2

AA84 - Stakeholders in the Scrum Events

Arguing Agile Podcast

Play Episode Listen Later Oct 21, 2022 37:43 Transcription Available

Have you ever been asked to invite someone outside of the Scrum Team to one or more of the Scrum Team's Events?On this episode, Product Manager Brian Orlando and Enterprise Agile Coach Om Patel go event by event to talk about when it is right to invite stakeholders to your Scrum Events, and when it is "not right!"0:00 Topic Intro0:20 Daily Scrum, by the Book2:48 Daily Scrum, the Real World6:49 Uninvited Guests9:58 Disciplined & Undisciplined Stakeholders14:35 Sprint Retrospective16:56 Outsiders in the Retro18:51 Sprint Review23:03 External vs Internal Stakeholders26:48 Sprint Planning, by the Book28:05 Sprint Planning, the Real World31:47 Backlog Refinement34:42 Optional Scrum Team Attendees at Refinement37:22 Wrap-up= = = = = = = = = = = =Watch it on YoutubePlease Subscribe to our YouTube Channel:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1= = = = = = = = = = = =Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Google Podcasts:https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5idXp6c3Byb3V0LmNvbS8xNzgxMzE5LnJzcwSpotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-PodcastStitcher:https://www.stitcher.com/show/agile-podcast-2= = = = = = = = = = = = AA84 - Stakeholders in the Scrum Events

events wrap outsiders external agile stakeholders disciplined scrum software development product owners scrum masters agile coach program management agile software development agile coaching scrum teams sprint planning daily scrum book2 scrum events

Fool Moon

Play Episode Listen Later Sep 12, 2022 69:03

Book Club is back with the second entry in the Dresden Files! Things get hairy for Harry as murders are committed during the full moon. Can Harry figure out who's behind the murders before he becomes one of the victims? Will Michal murder Rick for making her read more Jim Butcher?

magic monsters book club werewolves dresden files jim butcher fool moon can harry book2

Sniff the Visser

Anidorks

Play Episode Play 31 sec Highlight Listen Later Aug 31, 2022 51:13

Book2!!! Part 3!!! Chapters 16 - End!Infiltrating the Chapmans: part 2. Jake and Rachel play 10 words or less. An Andalite a day keeps the doctors away. Taxxon-omy. Jake the coward. Rachel blooms a hand. Yeerks can't Yeerk cats. Love, Fluffers@anidorkspod on twitter! Send questions to anidorkspod@gmail.com.New episodes every Wednesday!!!Leave us a 5 star review and we'll read it on the air!

love chapters sniff visser infiltrating fluffer chapmans yeerk andalite yeerks book2 taxxon

MERP Book2 - part 149

Middle Earth Role Play

Play Episode Listen Later Aug 21, 2022 103:36

Wedding bells - part 149 The time has finally arrived for Olwe and Gidion to get married. This also marks the half way point of the whole saga. --- Send in a voice message: https://anchor.fm/middleearthroleplay/message

weddings merp book2 gidion

Book2--L37

一起读书吧！

Play Episode Listen Later Aug 20, 2022 22:23

book2

Brian Rivera on the Flow System

Play Episode Listen Later Aug 2, 2022

The traditional approaches to the structure and management of firms are becoming barriers to customer value. The Austrian capital theory approach recognizes that all value in the corporation flows to it from the value experiences of customers. Therefore traditional organization design — centralization, hierarchies, divisions, bureaucracy, command-and-control — insofar as they are poorly aligned with customer value actually detract from the value of the firm. There are alternative approaches to business organization, several of which we have highlighted in Economics For Business. One well-articulated alternative is The Flow System (Mises.org/E4B_181_Book). We talk to one of the authors of the concept, Brian Rivera. Key Takeaways and Actionable Insights The first principle of all business organization is the delivery of customer value. The superiority and broad applicability of the Austrian business model emanates from its value-dominant logic. The purpose of business is to facilitate a value experience on the part of the customer. Only value matters, and all else (resources employed, raw materials used, production costs, organization, supplier partnerships, etc.) follows. Austrian capital theory enables managers to identify value drivers (i.e. what resources, raw materials, production costs, organization, partnerships result in the most value for customers). The focus of the Flow System is to deliver the best value to the customer through FLOW: the interconnection of complexity thinking, distributed leadership, and team science. Flow is another term for entrepreneurial judgment. In Brian Rivera's book, The Flow System, flow is described as “a narrative of in-the-moment decision making of judgments”. It is entrepreneurial action and interaction with the environment, irrespective of structure. It's goal-oriented adaptive and collaborative behavior of teams and firms. The Austrian perceptions of the market as a flow, value as a flow and capital as a flow mean that the Austrian business model is perfectly consistent with The Flow System. Mastering complexity thinking is fundamental to implementing the flow system. Many business environments exhibit high variability and uncertainty. We've used the term VUCA to characterize them: volatile, uncertain, complex and ambiguous. All business managers and entrepreneurs can benefit from adopting a complexity world-view, and understanding business as a complex system. Complex adaptive systems are open, continuously dynamic, evolving, learning, and responsive to external changes. They can oscillate between order and disorder, they're non-linear and can't be predicted or controlled. Brian Rivera highlights a number of techniques to manage in such an environment, including: Sensemaking: the development of narratives or storytelling to conceptualize the complex environment and develop an appropriate set of mental models. The question to ask is, “What's the story?” — the story that can unite the firm and its partners around a shared understanding and shared purpose. Weak signal detection: in complexity, signals are never clear; uncertainty is the norm and errors are always a possibility. Weak signal detection is simply intensifying the scnning of the environment for insights and noticing more, so that both threats and opportunities can be detected earlier to avoid surprise. Action: the only source of real knowledge about the world is experience, and experience results from action. Therefore, The Flow System emphasizes action — the D and the A in the OODA loop. The Flow System employs a new definition of leadership: distributed leadership. Distributed leadership is described as leadership that extends horizontally, vertically and every place between. The tools of leadership are not structures (such as hierarchy and top-down management) but methods: Psychological safetyActive listeningIntentShared mental modelsBias towards actionCollaborationMentoring. Perhaps the most essential factor is psychological safety among team members. It's a group property — a shared belief in which the team is safe from interpersonal risk taking. Individuals can speak up, take risks, and experiment without fear of criticism or reprisal so long as every action fits within the shared belief framework. There is no command structure, and teams are the building blocks of the organization. There's a new field of team science for collaborative functioning in the workplace. Team science is multi-disciplinary. Teams are necessary for the development of solutions in many problem areas, and the research behind team science has been conducted in many fields (ecology, healthcare, organizational science, psychology and more). A team is a collection of individuals with a shared goal, who interact and are interdependent in their tasks, who have different roles while sharing responsibility for outcomes, and constitute a social entity embedded in a larger system (a business unit or corporation) requiring them to manage relationships across organizational boundaries. A major section of the book The Flow System is devoted to an overview of the current state of team science as it relates to business organizations, covering team size and composition, teamwork, team processes and team transitions, team culture, team effectiveness, and combining teams for multi-team scaling. Here's a sample concerning the functions of shared leadership in a team: Compelling team purpose — exceeding individual goals.Members work jointly to integrate their complementary talent and skills.Outcomes are collective, joint efforts.Members adapt their working approach to each other.Mutual accountability plus individual accountability. Core principles and attributes of The Flow System. Customer firstValue is a flowComplexity thinking, distributed leadership and team science can facilitate the flow when they are interconnected and synchronized. Additional Resources E4B Knowledge Graphic — "The Flow System Guide" (PDF): Mises.org/E4B_181_PDF theflowsystem.com flowguides.org The Flow System by by John Turner, Nigel Thurlow, and Brian Rivera: Mises.org/E4B_181_Book Teams That Work: The Seven Drivers Of Tea Effectiveness by Scott Tannenbaum and Eduardo Salas: Mises.org/E4B_181_Book2

Brian Rivera on the Flow System

Play Episode Listen Later Aug 2, 2022

The traditional approaches to the structure and management of firms are becoming barriers to customer value. The Austrian capital theory approach recognizes that all value in the corporation flows to it from the value experiences of customers. Therefore traditional organization design — centralization, hierarchies, divisions, bureaucracy, command-and-control — insofar as they are poorly aligned with customer value actually detract from the value of the firm. There are alternative approaches to business organization, several of which we have highlighted in Economics For Business. One well-articulated alternative is The Flow System (Mises.org/E4B_181_Book). We talk to one of the authors of the concept, Brian Rivera. Key Takeaways and Actionable Insights The first principle of all business organization is the delivery of customer value. The superiority and broad applicability of the Austrian business model emanates from its value-dominant logic. The purpose of business is to facilitate a value experience on the part of the customer. Only value matters, and all else (resources employed, raw materials used, production costs, organization, supplier partnerships, etc.) follows. Austrian capital theory enables managers to identify value drivers (i.e. what resources, raw materials, production costs, organization, partnerships result in the most value for customers). The focus of the Flow System is to deliver the best value to the customer through FLOW: the interconnection of complexity thinking, distributed leadership, and team science. Flow is another term for entrepreneurial judgment. In Brian Rivera's book, The Flow System, flow is described as “a narrative of in-the-moment decision making of judgments”. It is entrepreneurial action and interaction with the environment, irrespective of structure. It's goal-oriented adaptive and collaborative behavior of teams and firms. The Austrian perceptions of the market as a flow, value as a flow and capital as a flow mean that the Austrian business model is perfectly consistent with The Flow System. Mastering complexity thinking is fundamental to implementing the flow system. Many business environments exhibit high variability and uncertainty. We've used the term VUCA to characterize them: volatile, uncertain, complex and ambiguous. All business managers and entrepreneurs can benefit from adopting a complexity world-view, and understanding business as a complex system. Complex adaptive systems are open, continuously dynamic, evolving, learning, and responsive to external changes. They can oscillate between order and disorder, they're non-linear and can't be predicted or controlled. Brian Rivera highlights a number of techniques to manage in such an environment, including: Sensemaking: the development of narratives or storytelling to conceptualize the complex environment and develop an appropriate set of mental models. The question to ask is, “What's the story?” — the story that can unite the firm and its partners around a shared understanding and shared purpose. Weak signal detection: in complexity, signals are never clear; uncertainty is the norm and errors are always a possibility. Weak signal detection is simply intensifying the scnning of the environment for insights and noticing more, so that both threats and opportunities can be detected earlier to avoid surprise. Action: the only source of real knowledge about the world is experience, and experience results from action. Therefore, The Flow System emphasizes action — the D and the A in the OODA loop. The Flow System employs a new definition of leadership: distributed leadership. Distributed leadership is described as leadership that extends horizontally, vertically and every place between. The tools of leadership are not structures (such as hierarchy and top-down management) but methods: Psychological safetyActive listeningIntentShared mental modelsBias towards actionCollaborationMentoring. Perhaps the most essential factor is psychological safety among team members. It's a group property — a shared belief in which the team is safe from interpersonal risk taking. Individuals can speak up, take risks, and experiment without fear of criticism or reprisal so long as every action fits within the shared belief framework. There is no command structure, and teams are the building blocks of the organization. There's a new field of team science for collaborative functioning in the workplace. Team science is multi-disciplinary. Teams are necessary for the development of solutions in many problem areas, and the research behind team science has been conducted in many fields (ecology, healthcare, organizational science, psychology and more). A team is a collection of individuals with a shared goal, who interact and are interdependent in their tasks, who have different roles while sharing responsibility for outcomes, and constitute a social entity embedded in a larger system (a business unit or corporation) requiring them to manage relationships across organizational boundaries. A major section of the book The Flow System is devoted to an overview of the current state of team science as it relates to business organizations, covering team size and composition, teamwork, team processes and team transitions, team culture, team effectiveness, and combining teams for multi-team scaling. Here's a sample concerning the functions of shared leadership in a team: Compelling team purpose — exceeding individual goals.Members work jointly to integrate their complementary talent and skills.Outcomes are collective, joint efforts.Members adapt their working approach to each other.Mutual accountability plus individual accountability. Core principles and attributes of The Flow System. Customer firstValue is a flowComplexity thinking, distributed leadership and team science can facilitate the flow when they are interconnected and synchronized. Additional Resources E4B Knowledge Graphic — "The Flow System Guide" (PDF): Mises.org/E4B_181_PDF theflowsystem.com flowguides.org The Flow System by by John Turner, Nigel Thurlow, and Brian Rivera: Mises.org/E4B_181_Book Teams That Work: The Seven Drivers Of Tea Effectiveness by Scott Tannenbaum and Eduardo Salas: Mises.org/E4B_181_Book2

Brian Rivera on the Flow System

Au Radio: The Gold Standard of Comics, SciFi, Horror & Pop Culture Podcast

Play Episode Listen Later Aug 2, 2022

The traditional approaches to the structure and management of firms are becoming barriers to customer value. The Austrian capital theory approach recognizes that all value in the corporation flows to it from the value experiences of customers. Therefore traditional organization design — centralization, hierarchies, divisions, bureaucracy, command-and-control — insofar as they are poorly aligned with customer value actually detract from the value of the firm. There are alternative approaches to business organization, several of which we have highlighted in Economics For Business. One well-articulated alternative is The Flow System (Mises.org/E4B_181_Book). We talk to one of the authors of the concept, Brian Rivera. Key Takeaways and Actionable Insights The first principle of all business organization is the delivery of customer value. The superiority and broad applicability of the Austrian business model emanates from its value-dominant logic. The purpose of business is to facilitate a value experience on the part of the customer. Only value matters, and all else (resources employed, raw materials used, production costs, organization, supplier partnerships, etc.) follows. Austrian capital theory enables managers to identify value drivers (i.e. what resources, raw materials, production costs, organization, partnerships result in the most value for customers). The focus of the Flow System is to deliver the best value to the customer through FLOW: the interconnection of complexity thinking, distributed leadership, and team science. Flow is another term for entrepreneurial judgment. In Brian Rivera's book, The Flow System, flow is described as “a narrative of in-the-moment decision making of judgments”. It is entrepreneurial action and interaction with the environment, irrespective of structure. It's goal-oriented adaptive and collaborative behavior of teams and firms. The Austrian perceptions of the market as a flow, value as a flow and capital as a flow mean that the Austrian business model is perfectly consistent with The Flow System. Mastering complexity thinking is fundamental to implementing the flow system. Many business environments exhibit high variability and uncertainty. We've used the term VUCA to characterize them: volatile, uncertain, complex and ambiguous. All business managers and entrepreneurs can benefit from adopting a complexity world-view, and understanding business as a complex system. Complex adaptive systems are open, continuously dynamic, evolving, learning, and responsive to external changes. They can oscillate between order and disorder, they're non-linear and can't be predicted or controlled. Brian Rivera highlights a number of techniques to manage in such an environment, including: Sensemaking: the development of narratives or storytelling to conceptualize the complex environment and develop an appropriate set of mental models. The question to ask is, “What's the story?” — the story that can unite the firm and its partners around a shared understanding and shared purpose. Weak signal detection: in complexity, signals are never clear; uncertainty is the norm and errors are always a possibility. Weak signal detection is simply intensifying the scnning of the environment for insights and noticing more, so that both threats and opportunities can be detected earlier to avoid surprise. Action: the only source of real knowledge about the world is experience, and experience results from action. Therefore, The Flow System emphasizes action — the D and the A in the OODA loop. The Flow System employs a new definition of leadership: distributed leadership. Distributed leadership is described as leadership that extends horizontally, vertically and every place between. The tools of leadership are not structures (such as hierarchy and top-down management) but methods: Psychological safetyActive listeningIntentShared mental modelsBias towards actionCollaborationMentoring. Perhaps the most essential factor is psychological safety among team members. It's a group property — a shared belief in which the team is safe from interpersonal risk taking. Individuals can speak up, take risks, and experiment without fear of criticism or reprisal so long as every action fits within the shared belief framework. There is no command structure, and teams are the building blocks of the organization. There's a new field of team science for collaborative functioning in the workplace. Team science is multi-disciplinary. Teams are necessary for the development of solutions in many problem areas, and the research behind team science has been conducted in many fields (ecology, healthcare, organizational science, psychology and more). A team is a collection of individuals with a shared goal, who interact and are interdependent in their tasks, who have different roles while sharing responsibility for outcomes, and constitute a social entity embedded in a larger system (a business unit or corporation) requiring them to manage relationships across organizational boundaries. A major section of the book The Flow System is devoted to an overview of the current state of team science as it relates to business organizations, covering team size and composition, teamwork, team processes and team transitions, team culture, team effectiveness, and combining teams for multi-team scaling. Here's a sample concerning the functions of shared leadership in a team: Compelling team purpose — exceeding individual goals.Members work jointly to integrate their complementary talent and skills.Outcomes are collective, joint efforts.Members adapt their working approach to each other.Mutual accountability plus individual accountability. Core principles and attributes of The Flow System. Customer firstValue is a flowComplexity thinking, distributed leadership and team science can facilitate the flow when they are interconnected and synchronized. Additional Resources E4B Knowledge Graphic — "The Flow System Guide" (PDF): Mises.org/E4B_181_PDF theflowsystem.com flowguides.org The Flow System by by John Turner, Nigel Thurlow, and Brian Rivera: Mises.org/E4B_181_Book Teams That Work: The Seven Drivers Of Tea Effectiveness by Scott Tannenbaum and Eduardo Salas: Mises.org/E4B_181_Book2

Word Warren Book2 Chapter 5: These Are a Few of Our Favorite Things

Play Episode Listen Later Jun 17, 2022 58:11

This month the crew is back to talk about... nothing in particular! We're looking at books that changed our world view, Buffy, stoicism, and more. What's a book that impacted how you view the world? Check out our socials: LinkTree Music is provided by Kubbi, Gadgetor, and http://www.bensound.com Other Music: http://www.purple-planet.com - Views expressed do not necessarily reflect the views and opinions of Adventures Underground. This podcast is for entertainment purposes only. Au Radio is a production of Adventures Underground, LLC. Copyright 2019, All Rights Reserved.

books reading llc views copyright favorite things other music kubbi amreading book2

Annika Steiber: Rendanheyi is the Most Radically Disruptive Organizational Innovation

Play Episode Listen Later May 17, 2022

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

Annika Steiber: Rendanheyi is the Most Radically Disruptive Organizational Innovation

Play Episode Listen Later May 17, 2022

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

Annika Steiber: Rendanheyi is the Most Radically Disruptive Organizational Innovation

The Creative Underground Podcast

Play Episode Listen Later May 17, 2022

Innovation in organization is at least equal in importance to technological innovation and product / service innovation. It tends to get less attention, which is a great opportunity for imaginative entrepreneurs to implement change for competitive advantage. Dr. Annika Steiber has studied organizational innovation for over twenty years and is a global authority. She shares her insights with Economics For Business, including her analysis of the most dramatic organizational innovation of all, Rendanheyi. Professor Steiber's most recent book is Leadership For A Digital World (Mises.org/E4B_170_Book1), and is her most comprehensive guide yet for business management in the digital age. She's the author of eleven books, including The Google Model (Mises.org/E4B_170_Book2) and The Silicon Valley Model (Mises.org/E4B_170_Book3). Her Menlo College Rendanheyi Silicon Valley webinars are available at Menlo.edu/Webinars. Key Takeaways and Actionable Insights Organizational innovation doesn't get the attention it merits, even though it can contribute greatly to customer value generation. Innovation thinking tends to focus on technology innovation and product/service innovation, with the definition of innovation as the successful introduction of new customer value to markets. Organizational innovation is not often seen through that lens. But it should be. We can reframe the problem this way: does bad organizational structure subtract from the customer value experience? We can all think of ways in which it might do so: for example, poor customer service when customer-facing employees are not empowered, and layers of bureaucracy that impede responsiveness to customer needs. In those cases, organizational innovation could readily generate improved customer experiences and enhanced customer value. Dr. Steiber had made organizational innovation her research focus for over two decades. There are a small number of organizational innovators, and a lot of imitators. Google has been one of the originators of new organizational models. Many organizational innovations are pre-packaged — LEAN is an example — and implementers are following someone else's lead. Others are long drawn out evolutions of incremental improvement without a great burst of innovation. One example of what Dr. Steiber calls "an entirely new animal" in organizational innovation can be found in the early years of Google, which she studied first hand — she was embedded in Google as an independent researcher. She observed a different management model than anything she had seen before anywhere in the world. From this research, Professor Steiber developed six new management principles, published in her book The Google Model, and summarized in our free PDF (Mises.org/E4B_170_PDF). Silicon Valley companies employed and expanded on the Google Model. Dr. Steiber studies the peers of Google in Silicon Valley and found that they all adopted the Google Model and its six principles, some more slowly than others. Interestingly, her research pointed to a DNA advantage for Silicon Valley going back to the gold rush: it was a location that attracted and was populated by innovative and entrepreneurial people who were capable of building businesses and new institutions from scratch in the late 19th Century, and in the 20th Century, it was the place where Information Technology emerged, was expanded and accelerated and first put to use in business. Knowledge and knowledge flow replaced management structures and face-to-face administration, including at early pioneers such as Hewlett-Packard. Read "The HP Way"—an early Silicon Valley organizational innovation manifesto (Mises.org/E4B_170_PDF2). The six management principles Dr. Steiber describes are: Dynamic capabilities. Ability to integrate, develop, and reconfigure internal and external competencies in order to meet rapidly changing surroundings. A continuously changing organization. Instead of waiting and springing into action after needs become pressing, a company should ensure that its organization is permeated with a proactive approach to change. A people-centric approach. People-centric, focusing on the individual and liberating their innovative power and providing them with a setting in which they can express their creativity. An ambidextrous organization. Two different forms of organizational logic within the same organization: daily production, which works best with a conventional planning-and-control approach, and innovation, which requires greater freedom, flexibility, and a more open attitude toward experimentation. An ambidextrous organization must successfully handle and utilize the energy inherent in the contrast between these two forms of logic. An open organization that networks with its surroundings. Permeable boundaries and a constant and conscious exchange of information with the surroundings. Long-term survival requires that companies develop into more open networking systems. A systems approach. A holistic view of the system and understanding that the system can spontaneously develop new characteristics that can be difficult to predict. These new characteristics can be positive, negative or a combination of the two, creating a demand for additional measures, such as decreasing the fallout from unexpected negative system effects. We highlighted a couple of these new management principles. A continuously changing organization The most successful companies are designed for constant renewal. They expect change all the time, and they lead its development. They aim for excellence on every dimension, applying three layers of expertise: Be proactive: Search for change internally and externally. Embrace it and practice it.Experimentation culture: Try every initiative assuming that it could be a new opportunity. Mobilize fast.Don't follow. Take the lead, change the standard, be disruptive rather than disrupted, practice creative destruction. These companies never lose external focus, continuously monitoring developments and competitors that could disrupt them, and constantly market-testing new initiatives. They have highly developed sensing capabilities. An ambidextrous organization Combining the two logics of flawless daily execution for known established businesses and exploratory experimentation seeking unknown new business innovation is an organizational breakthrough. It's a systemic view of an organization combining different kinds of leadership for the two styles, different cultural signals, different milestones, different incentives, and different evaluation criteria. One system is designed for stability and one for change. Rendanheyi: the most radically entrepreneurial organizational innovation. True organizational innovation is very rare, but there is a new one that Professor Steiber described for E4B called Rendanheyi. Rendanheyi is an organizational innovation for the network age in which a large company (Haier, the Chinese company that first instituted the model has 70,000 employees) splits itself into hundreds of microenterprises of averagely 60-70 people — but could be as low as 10 or so - each enterprise performing as its own entrepreneurial business with its own P&L, its own customer base, and control over hiring, budget, and distribution of profit, and over its own value-adding line of business. Defining characteristics include: No bureaucracy, hierarchy, or pyramid forms of organization; no managers.Employees are not referred to as such — everyone can be an entrepreneur is the mantra; they choose which microenterprise to work in. The focus is on the customer or end-user and not on pleasing the manager above. Incentive systems reward all employees for value creation, and all individual employees are constantly trying to understand how to increase value for customers. Increased value creation is rewarded, and so wealth generation is democratized.Zero distance to the end-user: this is a Rendanheyi principle that brings the consumer or customer inside the microenterprise to co-create new value in the form of new products and services and solutions. Wholesalers and retailers, for example, can inject distance between a Haier micro-enterprise and its users; the enterprise might look to digital solutions to eliminate that distance. Generally, they seek to identify barriers to zero distance to the users and get rid of them.End-user is a general term, so that those micro-enterprises that are serving other businesses rather than consumers can nevertheless practice the zero distance principle. For example, there may be a marketing micro-enterprise within Haier that serves a manufacturing micro-enterprise and a sales micro-enterprise. All can be aligned with zero distance and can work to fulfill end-users' needs.Paid-by-user. This principle focuses micro-enterprises on end-user value by emphasizing that all businesses live or die based on whether the end-user pays them for value perceived, or not. It's Austrian customer sovereignty in action. The general tendency in paid-by-user is away from transactional relationships to extended relationships across multiple purchases in ecosystems and via subscriptions and memberships. Relationships are an important focus, and the focus is on creating life-time users. A sports team on the playing field is a sound analogy for Rendanheyi. There is no central control, each team member is collaborating and combining specialized skills for a team result. There is only limited call for corporate functions at the center of the Rendanheyi organization. There is a role for developing and furthering vision that crosses multiple micro-enterprises, and for portfolio decision-making as to where to invest resources. Some orchestration functions can be assigned to the center — for example, furthering ecosystem thinking whereby micro-enterprises serving a consumer domain such as the kitchen can develop multiple services including information services and integration services across multiple appliances, tasks, and problems for the kitchen ecosystem. The result of the Rendanheyi model is the animation of a living system, a superorganism. Rendanheyi provides a genuinely new and different perspective on entrepreneurial organization at scale. Additional Resources "Six Organizational Principles for Adaptive Entrepreneurial Models" (PDF): Mises.org/E4B_170_PDF Rendanheyi Silicon Valley Center: Mises.org/E4B_170_Rendanheyi Menlo College Rendanheyi Silicon Valley Webinars: Menlo.edu/Webinars Menlo College Digital Management Courses and Webinars: Executive.Menlo.edu

009_BOOK2 DRAMATIC READING: HOW TO START A CREATIVE CULT

Play Episode Listen Later Apr 29, 2022 53:42

BEFORE YOU LISTEN TO THIS - do yourself a favor and draw the following objects on a piece of paper: -a cube - flowers - a horse - a ladder - a storm - arrange all of these in the desert. ***This will greatly improve your experience!*** — This is a *dramatic* reading of my 2nd Book, HOW TO START A CREATIVE CULT. Get a copy here: https://www.amazon.com/dp/B09CMW71JC?binding=paperback&qid=1649328722&sr=8-1&ref=dbs_dp_rwt_sb_pc_tpbk . . . Enjoy some background on the book, with the reading to follow, all in preparation for the release of Book #3 --- title and subject matter yet to be announced. -- Find More Art, Design, Stories: www.nickshermandesign.com Instagram for : @nickshermancreative Substack: https://thecreativebrief.substack.com

stories design creative cult dramatic reading book2

SAMSUNG GALAXY BOOK2, LA MEJOR OPCIÓN PARA ENTORNOS LABORALES HÍBRIDOS

Audio News

Play Episode Listen Later Mar 12, 2022 3:37

Samsung ha lanzado al mercado empresarial la nueva Galaxy Book2 Business, equipo que está creado especialmente para adaptarse a la forma de trabajo híbrido de estos días, cuenta con una serie de funciones que optimizan y mejoran el rendimiento de trabajo, permitiendo lograr un mejor desempeño y rendimiento.

samsung tecnologia la mejor opci samsung galaxy laborales entornos book2

Current Events Show: Black Tech Talent Mixer, MN Wild, MN Twins and MLB, Robert Glasper Black Radio 3 Album, Wendy Williams, Megan Thee Stallion dissing, Samsung New Galaxy Book2, and Xbox Game Pass S

Ben's Community Commentary Space

Play Episode Listen Later Feb 28, 2022 57:42

Here is today's Current Events Show. https://shadowandact.com/wendy-williams-is-said-to-be-in-talks-for-a-new-multimillion-dollar-deal-after-being-removed-from-her-talk-show?item=1 https://www.zdnet.com/article/mwc-2022-samsungs-new-galaxy-book2-includes-a-laptop-for-everyone/ https://www.techradar.com/news/xbox-game-pass-could-come-to-steam-says-valves-gabe-newell --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/ben-uko/message

samsung current events megan thee stallion mixer wendy williams xbox game pass minnesota twins xbox games thee stallion megan thee robert glasper dissing tech talent black radio black tech mnwild new galaxy book2

Bart Vanderhaegen on Flow: Transcending Organizational Barriers to Progress

Play Episode Listen Later Feb 1, 2022

We all seek progress: at the individual level, the team level, and the company level. Flow is the term for the experience that we feel when we are making progress on challenging activities through our own actions. Flow is high productivity and high achievement. It is the sensation you have when making progress is “winning” over being distracted or frustrated. Organizational structure is often a barrier to flow. Bart Vanderhaegen tells Economics For Business how to transcend the barrier. Key Takeaways and Actionable Insights Learning and change are good for people and organizations, but very hard to implement. Management books, management gurus and consultants are all for change to established ways of doing things. But the business landscape is littered with failed change and transformation projects. It's not people who resist change, it's processes and established practices and organizational structure. In many ways, structure is the biggest barrier to change, and the enemy of learning. Even when change projects re-make a business's structure, it's still there, just in a different configuration. What if it were possible to transcend structure? The secret lies in motivation. Austrian economics reveals the secret of motivation: every individual seeks better circumstances for themselves, trading one set of conditions that's unsatisfactory for another set that they prefer. That's an intrinsic motivation — it comes from inside the individual. Most business systems rely on extrinsic motivations, what Bart Vanderhaegen calls carrot and stick. The firm metes out rewards in the form of awards and bonuses and promotions for behavior it wants to encourage, and withholds them when there is unapproved behavior. The firm takes a positivist or behaviorist view of the world: people can be “nudged” into approved behavior patterns. Rewards have many flaws. They rely on predictions — setting future targets — that can never be reliable. These predictions are often fixed, unresponsive to changes in the environment, and usually set without much discussion with the individual who is to be motivated by the target. If the target is met or not, the individual finds it hard to know exactly how their actions contributed to the result. There is a third kind of motivation: FLOW. It is possible to harness a third kind of motivation that is neither carrot nor stick, and relies on neither reward nor punishment. It can provide autonomy and freedom to individuals to pursue what they find valuable. They can see their own activity as a contribution to a greater end or purpose for themselves. This kind of motivation comes from FLOW. FLOW is your absorption into an activity performed well. It's the enjoyment of performing an activity to the extent that you are actually experiencing that you are good at it, while you ae doing it. The activity itself creates the motivation for it. FLOW easily wins the internal competition between getting distracted or diverted versus making progress on the activity. We are progress-seeking creatures, and FLOW gives us the greatest sense of progress. FLOW is practical, and can be harnessed, practiced, and linked to work and organization. There are three conditions for being in FLOW, or getting back to FLOW when you fall out of it. 1) A clear and specific goal for the activity. This is not to be confused with aspirational goals like a corporate vision, or target goals like the year-end sales volume target. This goal is at the level of action. For the specific activity, what represents completion? In what time specific frame? What problem will have been solved when the action is complete? 2) Capture immediate feedback from the activity. The activity tells you if you are making progress. Measurement is in the activity itself — there is no outside judge. If you're not making progress, the activity can steer you back to it. Bart Vanderhaegen uses a tennis analogy: if your shots are going in, you're making progress; if not, you can adjust your action. 3) The activity must have a challenging but solvable level of difficulty. To make progress requires taking on challenges that can elevate our skills. FLOW requires overcoming difficulties (an insight that is contrary to the old adage of “keep it simple”). For those who are quantitatively minded, Mihaly Csikszentmihalyi, the founder of FLOW studies, measured the appropriate degree of difficulty as 10-12% harder than one's current ability — a kind of Goldilocks number of not too hard and not too easy. This has profound implications for organizations engaged in motivation. They must present ever-increasing levels of difficulty to their employees and teams, as they learn to perform better and better in the flow of taking on challenging tasks. 4) Organizational structure is a barrier to FLOW and to its power to solve complex business problems. FLOW can solve complex problems. When the overarching problem to solve is how to deliver customer value — which is a problem that cuts across all elements of corporate structure — a FLOWing team can succeed, because value is a clear goal, and learning by taking on difficult challenges provides a pathway to the goal. The customer doesn't care how the firm is structured. Internal structures of departments and functions and conflicting goals and rules can present a major barrier to FLOW and to customer value generation. A problem-solving team representing many departments and focused on the goal of customer value can transcend the barrier, and transcend corporate structure. Therefore, Bart Vanderhaegen recommends not to spend time and effort creating a new structure when the current one is problematic. Create FLOW over structure. 5) How to put FLOW into action. Like everything that has value, FLOW is a subjective experience. But there are some application actions that can help to generate team FLOW. Organize a problem-solving network on top of the structural layer. It's an organic network that crosses departments and regions and functions and all other structural boundaries.Give each team in the network a mandate. A mandate is a problem to solve without specific direction on how to solve it. The team figures out what the solution will look like and how to get there.Make the problems as open as possible. The problem may be to define what are the most important problems to solve.Create transparency (via a software platform) on the problems, ideas and progress. Everyone “taking the pen” themselves.Make sure the goals are linked to actions. For the most open problems, goals can be set for a small number of steps: let's get to the next milestone in 30 days (e.g., generating a first set of preliminary ideas). Through criticism and testing, teams will be able to FLOW to new levels of comfort in solving the most difficult of problems. They become more and more capable. And the problem-solving network is scalable: it can become bigger and bigger and solve harder and harder problems. Additional Resources "The Value-Creating FLOW Process for Business Problem-Solving" (PDF): Mises.org/E4B_155_PDF Bart Vanderhaegen's TED Talk: Mises.org/E4B_155_Video PactifyManagement.com The Pactify Podcast: Anchor.fm/Pactify FLOW: The Psychology of Optimal Experience by Mihalyi Csikszentmihalyi: Mises.org/E4B_155_Book1 Creativity: Flow and the Psychology of Discovery and Invention by Mihalyi Csikszentmihalyi: Mises.org/E4B_155_Book2

Bart Vanderhaegen on Flow: Transcending Organizational Barriers to Progress

Play Episode Listen Later Feb 1, 2022

We all seek progress: at the individual level, the team level, and the company level. Flow is the term for the experience that we feel when we are making progress on challenging activities through our own actions. Flow is high productivity and high achievement. It is the sensation you have when making progress is “winning” over being distracted or frustrated. Organizational structure is often a barrier to flow. Bart Vanderhaegen tells Economics For Business how to transcend the barrier. Key Takeaways and Actionable Insights Learning and change are good for people and organizations, but very hard to implement. Management books, management gurus and consultants are all for change to established ways of doing things. But the business landscape is littered with failed change and transformation projects. It's not people who resist change, it's processes and established practices and organizational structure. In many ways, structure is the biggest barrier to change, and the enemy of learning. Even when change projects re-make a business's structure, it's still there, just in a different configuration. What if it were possible to transcend structure? The secret lies in motivation. Austrian economics reveals the secret of motivation: every individual seeks better circumstances for themselves, trading one set of conditions that's unsatisfactory for another set that they prefer. That's an intrinsic motivation — it comes from inside the individual. Most business systems rely on extrinsic motivations, what Bart Vanderhaegen calls carrot and stick. The firm metes out rewards in the form of awards and bonuses and promotions for behavior it wants to encourage, and withholds them when there is unapproved behavior. The firm takes a positivist or behaviorist view of the world: people can be “nudged” into approved behavior patterns. Rewards have many flaws. They rely on predictions — setting future targets — that can never be reliable. These predictions are often fixed, unresponsive to changes in the environment, and usually set without much discussion with the individual who is to be motivated by the target. If the target is met or not, the individual finds it hard to know exactly how their actions contributed to the result. There is a third kind of motivation: FLOW. It is possible to harness a third kind of motivation that is neither carrot nor stick, and relies on neither reward nor punishment. It can provide autonomy and freedom to individuals to pursue what they find valuable. They can see their own activity as a contribution to a greater end or purpose for themselves. This kind of motivation comes from FLOW. FLOW is your absorption into an activity performed well. It's the enjoyment of performing an activity to the extent that you are actually experiencing that you are good at it, while you ae doing it. The activity itself creates the motivation for it. FLOW easily wins the internal competition between getting distracted or diverted versus making progress on the activity. We are progress-seeking creatures, and FLOW gives us the greatest sense of progress. FLOW is practical, and can be harnessed, practiced, and linked to work and organization. There are three conditions for being in FLOW, or getting back to FLOW when you fall out of it. 1) A clear and specific goal for the activity. This is not to be confused with aspirational goals like a corporate vision, or target goals like the year-end sales volume target. This goal is at the level of action. For the specific activity, what represents completion? In what time specific frame? What problem will have been solved when the action is complete? 2) Capture immediate feedback from the activity. The activity tells you if you are making progress. Measurement is in the activity itself — there is no outside judge. If you're not making progress, the activity can steer you back to it. Bart Vanderhaegen uses a tennis analogy: if your shots are going in, you're making progress; if not, you can adjust your action. 3) The activity must have a challenging but solvable level of difficulty. To make progress requires taking on challenges that can elevate our skills. FLOW requires overcoming difficulties (an insight that is contrary to the old adage of “keep it simple”). For those who are quantitatively minded, Mihaly Csikszentmihalyi, the founder of FLOW studies, measured the appropriate degree of difficulty as 10-12% harder than one's current ability — a kind of Goldilocks number of not too hard and not too easy. This has profound implications for organizations engaged in motivation. They must present ever-increasing levels of difficulty to their employees and teams, as they learn to perform better and better in the flow of taking on challenging tasks. 4) Organizational structure is a barrier to FLOW and to its power to solve complex business problems. FLOW can solve complex problems. When the overarching problem to solve is how to deliver customer value — which is a problem that cuts across all elements of corporate structure — a FLOWing team can succeed, because value is a clear goal, and learning by taking on difficult challenges provides a pathway to the goal. The customer doesn't care how the firm is structured. Internal structures of departments and functions and conflicting goals and rules can present a major barrier to FLOW and to customer value generation. A problem-solving team representing many departments and focused on the goal of customer value can transcend the barrier, and transcend corporate structure. Therefore, Bart Vanderhaegen recommends not to spend time and effort creating a new structure when the current one is problematic. Create FLOW over structure. 5) How to put FLOW into action. Like everything that has value, FLOW is a subjective experience. But there are some application actions that can help to generate team FLOW. Organize a problem-solving network on top of the structural layer. It's an organic network that crosses departments and regions and functions and all other structural boundaries.Give each team in the network a mandate. A mandate is a problem to solve without specific direction on how to solve it. The team figures out what the solution will look like and how to get there.Make the problems as open as possible. The problem may be to define what are the most important problems to solve.Create transparency (via a software platform) on the problems, ideas and progress. Everyone “taking the pen” themselves.Make sure the goals are linked to actions. For the most open problems, goals can be set for a small number of steps: let's get to the next milestone in 30 days (e.g., generating a first set of preliminary ideas). Through criticism and testing, teams will be able to FLOW to new levels of comfort in solving the most difficult of problems. They become more and more capable. And the problem-solving network is scalable: it can become bigger and bigger and solve harder and harder problems. Additional Resources "The Value-Creating FLOW Process for Business Problem-Solving" (PDF): Mises.org/E4B_155_PDF Bart Vanderhaegen's TED Talk: Mises.org/E4B_155_Video PactifyManagement.com The Pactify Podcast: Anchor.fm/Pactify FLOW: The Psychology of Optimal Experience by Mihalyi Csikszentmihalyi: Mises.org/E4B_155_Book1 Creativity: Flow and the Psychology of Discovery and Invention by Mihalyi Csikszentmihalyi: Mises.org/E4B_155_Book2

Bart Vanderhaegen on Flow: Transcending Organizational Barriers to Progress

All Things F*cking Considered

Play Episode Listen Later Feb 1, 2022

We all seek progress: at the individual level, the team level, and the company level. Flow is the term for the experience that we feel when we are making progress on challenging activities through our own actions. Flow is high productivity and high achievement. It is the sensation you have when making progress is “winning” over being distracted or frustrated. Organizational structure is often a barrier to flow. Bart Vanderhaegen tells Economics For Business how to transcend the barrier. Key Takeaways and Actionable Insights Learning and change are good for people and organizations, but very hard to implement. Management books, management gurus and consultants are all for change to established ways of doing things. But the business landscape is littered with failed change and transformation projects. It's not people who resist change, it's processes and established practices and organizational structure. In many ways, structure is the biggest barrier to change, and the enemy of learning. Even when change projects re-make a business's structure, it's still there, just in a different configuration. What if it were possible to transcend structure? The secret lies in motivation. Austrian economics reveals the secret of motivation: every individual seeks better circumstances for themselves, trading one set of conditions that's unsatisfactory for another set that they prefer. That's an intrinsic motivation — it comes from inside the individual. Most business systems rely on extrinsic motivations, what Bart Vanderhaegen calls carrot and stick. The firm metes out rewards in the form of awards and bonuses and promotions for behavior it wants to encourage, and withholds them when there is unapproved behavior. The firm takes a positivist or behaviorist view of the world: people can be “nudged” into approved behavior patterns. Rewards have many flaws. They rely on predictions — setting future targets — that can never be reliable. These predictions are often fixed, unresponsive to changes in the environment, and usually set without much discussion with the individual who is to be motivated by the target. If the target is met or not, the individual finds it hard to know exactly how their actions contributed to the result. There is a third kind of motivation: FLOW. It is possible to harness a third kind of motivation that is neither carrot nor stick, and relies on neither reward nor punishment. It can provide autonomy and freedom to individuals to pursue what they find valuable. They can see their own activity as a contribution to a greater end or purpose for themselves. This kind of motivation comes from FLOW. FLOW is your absorption into an activity performed well. It's the enjoyment of performing an activity to the extent that you are actually experiencing that you are good at it, while you ae doing it. The activity itself creates the motivation for it. FLOW easily wins the internal competition between getting distracted or diverted versus making progress on the activity. We are progress-seeking creatures, and FLOW gives us the greatest sense of progress. FLOW is practical, and can be harnessed, practiced, and linked to work and organization. There are three conditions for being in FLOW, or getting back to FLOW when you fall out of it. 1) A clear and specific goal for the activity. This is not to be confused with aspirational goals like a corporate vision, or target goals like the year-end sales volume target. This goal is at the level of action. For the specific activity, what represents completion? In what time specific frame? What problem will have been solved when the action is complete? 2) Capture immediate feedback from the activity. The activity tells you if you are making progress. Measurement is in the activity itself — there is no outside judge. If you're not making progress, the activity can steer you back to it. Bart Vanderhaegen uses a tennis analogy: if your shots are going in, you're making progress; if not, you can adjust your action. 3) The activity must have a challenging but solvable level of difficulty. To make progress requires taking on challenges that can elevate our skills. FLOW requires overcoming difficulties (an insight that is contrary to the old adage of “keep it simple”). For those who are quantitatively minded, Mihaly Csikszentmihalyi, the founder of FLOW studies, measured the appropriate degree of difficulty as 10-12% harder than one's current ability — a kind of Goldilocks number of not too hard and not too easy. This has profound implications for organizations engaged in motivation. They must present ever-increasing levels of difficulty to their employees and teams, as they learn to perform better and better in the flow of taking on challenging tasks. 4) Organizational structure is a barrier to FLOW and to its power to solve complex business problems. FLOW can solve complex problems. When the overarching problem to solve is how to deliver customer value — which is a problem that cuts across all elements of corporate structure — a FLOWing team can succeed, because value is a clear goal, and learning by taking on difficult challenges provides a pathway to the goal. The customer doesn't care how the firm is structured. Internal structures of departments and functions and conflicting goals and rules can present a major barrier to FLOW and to customer value generation. A problem-solving team representing many departments and focused on the goal of customer value can transcend the barrier, and transcend corporate structure. Therefore, Bart Vanderhaegen recommends not to spend time and effort creating a new structure when the current one is problematic. Create FLOW over structure. 5) How to put FLOW into action. Like everything that has value, FLOW is a subjective experience. But there are some application actions that can help to generate team FLOW. Organize a problem-solving network on top of the structural layer. It's an organic network that crosses departments and regions and functions and all other structural boundaries.Give each team in the network a mandate. A mandate is a problem to solve without specific direction on how to solve it. The team figures out what the solution will look like and how to get there.Make the problems as open as possible. The problem may be to define what are the most important problems to solve.Create transparency (via a software platform) on the problems, ideas and progress. Everyone “taking the pen” themselves.Make sure the goals are linked to actions. For the most open problems, goals can be set for a small number of steps: let's get to the next milestone in 30 days (e.g., generating a first set of preliminary ideas). Through criticism and testing, teams will be able to FLOW to new levels of comfort in solving the most difficult of problems. They become more and more capable. And the problem-solving network is scalable: it can become bigger and bigger and solve harder and harder problems. Additional Resources "The Value-Creating FLOW Process for Business Problem-Solving" (PDF): Mises.org/E4B_155_PDF Bart Vanderhaegen's TED Talk: Mises.org/E4B_155_Video PactifyManagement.com The Pactify Podcast: Anchor.fm/Pactify FLOW: The Psychology of Optimal Experience by Mihalyi Csikszentmihalyi: Mises.org/E4B_155_Book1 Creativity: Flow and the Psychology of Discovery and Invention by Mihalyi Csikszentmihalyi: Mises.org/E4B_155_Book2

Introspective : The Making of All Eyez On Me as told by XXL (Book2)

Play Episode Listen Later Dec 8, 2021 50:45

What to Do About Self-Doubt and Your Book Project

She Has a Book in Her

Play Episode Play 30 sec Highlight Listen Later Jul 20, 2021 27:48

In this very first episode of Season Two, I am talking about obstacles that keep folks from working on their book project.I cover the five most common messages that the voice of self-doubt sends that end up getting in the way. 1. Self Doubt Message #1: You're Not “Expert Enough” to Write this Book2. Self-Doubt Message #2: Your Book Idea Isn't Good Enough3. Self-Doubt Message #3: You're Not Popular Enough4. Self-Doubt Message #4: Who You, a Writer?5. Self-Doubt Message #5: You're Too Old to Be a “First-Time Author”Resources I mentioned:Two of my favorite teachers are Kate Swoboda aka Kate Courageous and Tanya Geisler. Here is something about Tanya's Yum & Yay folder idea.If you are in midlife like I am, there are some wonderful voices out there, check out Sara Smeaton's Midlife Manifesto and Lou Blaser's Midlife Cues newsletter & podcast.Also, here's an article I wrote on the same topic of self-doubt that also includes additional actions to try.If you're enjoying the podcast be sure to subscribe & consider leaving a 5-star rating and brief review on Apple Podcasts.

writer write self doubt yum too old book project tanya geisler kate swoboda book2 kate courageous lou blaser

26. The Blind Bandit

Analysing Avatar

Play Episode Listen Later Jul 13, 2021 68:13

This week Dan and Chris are diving into 'The Blind Bandit' the sixth chapter of Book Two 'Earth'. Plus Dan develops a fictional drug problem.

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book2 Wings of Fire

Wings of Fire Channel

Play Episode Listen Later Jul 5, 2021 15:45

Sorry about the Bad audio you know --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

wings book2

21. The Avatar State

Analysing Avatar

Play Episode Listen Later Jun 8, 2021 60:12

This week Dan and Chris are diving into 'The Avatar State' the first chapter of Book Two 'Earth'. Plus Zuko gets a new nickname.

tv comedy avatar cartoons nickelodeon episode1 tv reviews avatar state book2

Fancy Dresses and Learning Stuff: Pop Culture Historicals (Interview with Vanessa Riley)

The Fresh Fiction Podcast

Play Episode Listen Later May 6, 2021 74:32

Checking In! Is Gwen a scammer now? She learned how to use OfferUp! Danielle is sleepy because of rainy weather. Deep Dive: Pop Culture Historicals Gwen and Danielle are OBSESSED with costume dramas and historical fiction and romance. We're not sorry about it at all, nor are we sorry about how much fun you're going to have when you watch these shows and movies or read these books. Danielle mentioned a monthly romance blogger twitter chat, hosted by @readRchat. Historicals and Fairy Tales come up a lot! Gwen's Gateway Historicals: Anne of Green Gables, Road to Avonlea, Little Women, Pride & Prejudice Gwen's Sexy Historicals: North and South, The Serpent's Kiss, Dangerous Liaisons, Washington Square, The Favorite, The Great Gwen's Modern/More Recent Historicals: Velvet Goldmine, Never Let Me Go (sorta), Lovecraft Country, Watchmen (THEM is a new show on Amazon), The Crown Gwen's Biopics: Chaplin, Rocketman, What's Love Got to Do with It, Elizabeth and Elizabeth: The Golden Age (we also digressed a bit about the recent Chadwick Boseman episode of NPR's Pop Culture Happy Hour for their thought-provoking commentary on why biopic performances work so well but the movies don't always pan out). Danielle hasn't met an Austen and Little Women adaptation she doesn't love: Emma 2020, Mansfield Park 1999, P&P 2005; LW 1994 and 2019. Special shout out to Clueless (which is sort of a historical film now, LOL to mask our tears)—the best adaptation of Emma to date. Danielle is trash for anything related to the War of the Roses and Tudor England: The White Queen, The White Princess, The Tudors, and Game of Thrones Danielle is here for PRETTY historicals: Downton Abbey (and most Masterpiece historical dramas), Sophia Coppola's Marie Antoinette, Harlots Danielle recommends “literary” shows, too: Dickinson (VERY anachronistic), Lovecraft Country/HBO, Baz Luhrman's Romeo + Julie and The Great Gatsby (even Moulin Rouge!, too), Joe Wright's Anna Karenina Danielle has a TON of historical romance recommendations! Beverly Jenkin's does such a phenomenal job with American history and Black history, portraying the hard things people went through but also showing how joyful their lives could be—she spoke about this on NPR with Karen Grigbsy Bates. TEMPEST is among D's favorites, but you can't go wrong with any of Ms. Bev's books. Alyssa Cole's Loyal League series is about Black spies for the Union army. For regency romances, Danielle turns to authors like Tessa Dare, Olivia Drake, Sarah MacLean, and Vanessa Riley! In terms of historical fiction, Danielle still gravitates to stories with romantic elements. Chanel Cleeton's Perez Family Saga set during the rise of Castro and the Cuban Revolution. Her book NEXT YEAR IN HAVANA was a Reese Witherspoon book club pick. It's also based on her family's history! Gwen loves a true classic of the historical romance genre: Loretta Chase's Lord of Scoundrels. For historical fiction, she enjoys Phillipa Gregory! Recs from Vanessa: Here's a photo from Vanessa's Instagram that shows her amazing IKEA Bookshelves (something similar to Vanessa's shelves can be found here) You don't have to read Book 1, A DUKE, THE LADY, AND A BABY, to follow along with AN EARL, THE GIRL, AND A TODDLER, but Vanessa recommends it for better insight with some of the references in Book2. Vanessa's website is a treasure trove of information about her historical research! Learn more about Dorothy “Doll” Kirwan Thomas ahead of the release of ISLAND QUEEN this July. Look for *major announcements* coming soon! Vanessa also shared that she has a new historical fiction novel, SISTER MOTHER WARRIOR, about the women who shaped the Haitian Revolution. For more about Vanessa, go to https://vanessariley.com/, sign up for her newsletter, and follow her on the socials: Twitter, Facebook, Instagram. Goals/Comfort & Joy Danielle's wants to re-read all of Jane Austen this summer! This goal is inspired by the Jane Austen & Co. Race and the Regency webinars. Ibi Zoboi discussed remixing the regency and her YA P&P retelling PRIDE; Dr. Tricia Matthew (who wrote a very detailed review for Bridgerton in the LA Review of Books) talked about abolition and racism tied to Wedgewood china, and so many others. Recordings are available on the Jane Austen Co's website: https://www.janeaustenandco.org/recorded-events Gwen is going to move for to move for 30+ minutes a day, perhaps while listening to the Newcomers podcast with Lauren Lapkiss and Nicole Byer which is tackling Tyler Perry's oeuvre this season; also lighting a candle every day helps her set a routine and signal to her brain to start working! Find us on the Socials! Gwen Twitter Facebook Instagram Danielle Twitter Instagram Fresh Fiction Twitter Facebook Instagram EventBrite

american amazon black learning lord books race war ms girl pride south union kiss npr lol pop culture roses castro chadwick boseman earl obsessed masterpiece serpent bridgerton socials tyler perry jane austen clueless recordings rocketman little women fairy tales reese witherspoon pp tempest lovecraft country downton abbey love got moulin rouge great gatsby austen dresses marie antoinette newcomers regency green gables tudors scoundrels nicole byer joe wright lw never let me go offerup haitian revolution cuban revolution dangerous liaisons la review alyssa cole washington square pop culture happy hour baz luhrman mansfield park sophia coppola avonlea ibi zoboi sarah maclean wedgewood tessa dare vanessa riley chanel cleeton loretta chase book2 lovecraft country hbo

Bart Jackson on How to Be CEO

Play Episode Listen Later Apr 27, 2021

Bart Jackson is a CEO, and has studied the job and the people in it via thousands of survey responses and hundreds of interviews and multiple collaborations all over the world over many years. He's distilled his findings in two books, The Art Of The CEO (Mises.org/E4B_115_Book1) and CEO Of Yourself (Mises.org/E4B_115_Book2), as well as his radio show The Art Of The CEO (Mises.org/E4B_115_Pod). From all of this data, processed via his empathic diagnosis, Bart takes two perspectives: the job and the person in it. Key Takeaways The CEO job threatens to take more of one individual's time than is available. The firm's value proposition guides the CEO to the right priorities and allocation of personal resources. How do CEOs organize their time among the multiple priorities of the job? The answer is: by embedding the value proposition of the firm into their mind. With a clear view of the customer and of the customer service mission of the firm, every competing priority can be ordered. The CEO can design a framework for every day, week, month and year. They can continuously review their mission and goals and assess their own contribution, and the stamp they are putting on the firm, through the value proposition lens. The set of priorities importantly includes “time to think,” both on your own and with others. Leadership style can be adapted to each individual's strengths. Bart asks, “Are you a king or a prime minister?” Are you the one who inspires your team to demanding feats of achievement, or the one who provides them with the tools to encourage the emergence of their own capacities? Or both? When the CEO is totally devoted to the firm's mission, this devotion becomes the lens through which others' efforts will be focused. No team member will withhold effort when the purpose and mission are clear and shared. Leadership style is devotion to mission. Communication is a key CEO tool, and there are many ways to accomplish great communication. Devotion to the mission requires clear communication of that mission to employees. There is no one way for the CEO to communicate. Bart told the story of one CEO who committed to travel to meet every one of his employees in small and large groups, armed with a whiteboard and a personal presentation. Communication is inclusive — address by name all the people who are going to be involved in the mission, approach all the departments, inventory all the internal strengths available as resources, and describe all the innovations that will open up new ways to leverage those strengths. CEOs make communication a four-dimensional flow. Communication does not just flow in one direction to the employees. It must travel in two directions, so that the CEO can receive a continuous flow of ideas and information from the frontiers of the company. Bart talked about 4 dimensions: horizontal across the company from the center to the edge and back, through every department; vertical from top management to front line employee and back; then the third dimension of reaching outside the company box to vendors and suppliers and other external knowledgeable sources; and the time dimension of identifying ideas early, evaluating them, giving them a chance to bloom and thrive and the enthusiastic energy to move them along quickly. CEOs press knowledge into action. In Austrian theory, entrepreneurship is a knowledge process. Bart calls it “pressing knowledge into action”. The information flow can be overwhelming, and the CEO manages it by taking action more than by analyzing. The entrepreneurial instinct to “just do it” is valid for CEOs of any size undertaking. Once there is enough information to support an action, take that action. Then all new information can be channeled into furthering the action, adjusting or correcting, or even terminating it in favor of a new and more preferred action. Knowledge is not for its own sake, it's for the sake of action. The CEO is an incessant questioner and interviewer, ascertaining the knowledge that is available for action. CEOs don't create a company culture. It emerges. Bart defines culture as how individuals feel when they are at work for the firm, and how they behave as a consequence. CEOs can try to create an atmosphere in which more desired feelings and behavior are nurtured, but they can't control or guarantee it. The best tool for the creation of such an atmosphere is concern for each individual. Respect is not enough. Genuine concern will motivate people to put their shoulder to the wheel at all times. Hiring becomes a core CEO skill. Assembling the best team is a most difficult challenge. It's hard to hire the right individual for every position, but hiring is a skill that a CEO can actively cultivate in order to develop greater mastery over time. CEOs train themselves to hire well. One key to success, according to Bart, is not to fill a slot but to look for a person. Identify character, look for intellectual curiosity, look for people of high merit who can potentially fill many slots on the organization chart. Utilize the pursuit of diversity to investigate a broader pool of human resources from which to draw. Great CEOs build their personal brand in order to achieve company goals. They make individuality the whole point. Bart approaches the process of building a personal brand in the same way as he would approach building a product or service or corporate brand. Start with the customer. A corporate brand, he says, is built in the production and service departments, not in the PR and marketing departments. For personal branding, therefore, look to the resources you have for production. What's in your personal “warehouse”? Great CEOs inventory their personal strengths and interests. They listen to what people praise them for and thank them for and find their strengths in that data. Then they examine their own principles. What do they truly believe in? Bart recommends we write down our own inventory of strengths and interests and principles In the end, he says, individuality is the whole point. Each of us is a marvelous person. We've got to be able to see that. Being the CEO of yourself opens up the pathway to doing the best possible job of CEO of your firm. Additional Resources “CEO: The Position and the Person” (PDF): Mises.org/E4B_115_PDF The Art Of The CEO: Mises.org/E4B_115_Book1 CEO Of Yourself: Mises.org/E4B_115_Book2 The Art Of The CEO Radio: Mises.org/E4B_115_Pod

ceo leadership pr entrepreneur entrepreneurship respect ceos hiring identify devotion bart genuine utilize assembling book1 book2 e4b

Bart Jackson on How to Be CEO

Play Episode Listen Later Apr 27, 2021

Bart Jackson is a CEO, and has studied the job and the people in it via thousands of survey responses and hundreds of interviews and multiple collaborations all over the world over many years. He's distilled his findings in two books, The Art Of The CEO (Mises.org/E4B_115_Book1) and CEO Of Yourself (Mises.org/E4B_115_Book2), as well as his radio show The Art Of The CEO (Mises.org/E4B_115_Pod). From all of this data, processed via his empathic diagnosis, Bart takes two perspectives: the job and the person in it. Key Takeaways The CEO job threatens to take more of one individual's time than is available. The firm's value proposition guides the CEO to the right priorities and allocation of personal resources. How do CEOs organize their time among the multiple priorities of the job? The answer is: by embedding the value proposition of the firm into their mind. With a clear view of the customer and of the customer service mission of the firm, every competing priority can be ordered. The CEO can design a framework for every day, week, month and year. They can continuously review their mission and goals and assess their own contribution, and the stamp they are putting on the firm, through the value proposition lens. The set of priorities importantly includes “time to think,” both on your own and with others. Leadership style can be adapted to each individual's strengths. Bart asks, “Are you a king or a prime minister?” Are you the one who inspires your team to demanding feats of achievement, or the one who provides them with the tools to encourage the emergence of their own capacities? Or both? When the CEO is totally devoted to the firm's mission, this devotion becomes the lens through which others' efforts will be focused. No team member will withhold effort when the purpose and mission are clear and shared. Leadership style is devotion to mission. Communication is a key CEO tool, and there are many ways to accomplish great communication. Devotion to the mission requires clear communication of that mission to employees. There is no one way for the CEO to communicate. Bart told the story of one CEO who committed to travel to meet every one of his employees in small and large groups, armed with a whiteboard and a personal presentation. Communication is inclusive — address by name all the people who are going to be involved in the mission, approach all the departments, inventory all the internal strengths available as resources, and describe all the innovations that will open up new ways to leverage those strengths. CEOs make communication a four-dimensional flow. Communication does not just flow in one direction to the employees. It must travel in two directions, so that the CEO can receive a continuous flow of ideas and information from the frontiers of the company. Bart talked about 4 dimensions: horizontal across the company from the center to the edge and back, through every department; vertical from top management to front line employee and back; then the third dimension of reaching outside the company box to vendors and suppliers and other external knowledgeable sources; and the time dimension of identifying ideas early, evaluating them, giving them a chance to bloom and thrive and the enthusiastic energy to move them along quickly. CEOs press knowledge into action. In Austrian theory, entrepreneurship is a knowledge process. Bart calls it “pressing knowledge into action”. The information flow can be overwhelming, and the CEO manages it by taking action more than by analyzing. The entrepreneurial instinct to “just do it” is valid for CEOs of any size undertaking. Once there is enough information to support an action, take that action. Then all new information can be channeled into furthering the action, adjusting or correcting, or even terminating it in favor of a new and more preferred action. Knowledge is not for its own sake, it's for the sake of action. The CEO is an incessant questioner and interviewer, ascertaining the knowledge that is available for action. CEOs don't create a company culture. It emerges. Bart defines culture as how individuals feel when they are at work for the firm, and how they behave as a consequence. CEOs can try to create an atmosphere in which more desired feelings and behavior are nurtured, but they can't control or guarantee it. The best tool for the creation of such an atmosphere is concern for each individual. Respect is not enough. Genuine concern will motivate people to put their shoulder to the wheel at all times. Hiring becomes a core CEO skill. Assembling the best team is a most difficult challenge. It's hard to hire the right individual for every position, but hiring is a skill that a CEO can actively cultivate in order to develop greater mastery over time. CEOs train themselves to hire well. One key to success, according to Bart, is not to fill a slot but to look for a person. Identify character, look for intellectual curiosity, look for people of high merit who can potentially fill many slots on the organization chart. Utilize the pursuit of diversity to investigate a broader pool of human resources from which to draw. Great CEOs build their personal brand in order to achieve company goals. They make individuality the whole point. Bart approaches the process of building a personal brand in the same way as he would approach building a product or service or corporate brand. Start with the customer. A corporate brand, he says, is built in the production and service departments, not in the PR and marketing departments. For personal branding, therefore, look to the resources you have for production. What's in your personal “warehouse”? Great CEOs inventory their personal strengths and interests. They listen to what people praise them for and thank them for and find their strengths in that data. Then they examine their own principles. What do they truly believe in? Bart recommends we write down our own inventory of strengths and interests and principles In the end, he says, individuality is the whole point. Each of us is a marvelous person. We've got to be able to see that. Being the CEO of yourself opens up the pathway to doing the best possible job of CEO of your firm. Additional Resources “CEO: The Position and the Person” (PDF): Mises.org/E4B_115_PDF The Art Of The CEO: Mises.org/E4B_115_Book1 CEO Of Yourself: Mises.org/E4B_115_Book2 The Art Of The CEO Radio: Mises.org/E4B_115_Pod

ceo leadership pr entrepreneur entrepreneurship respect ceos hiring identify devotion bart genuine utilize assembling book1 book2 e4b

Bart Jackson on How to Be CEO